Appendix 2. Supplementary Performance Information

The performance measures that appear earlier in this plan relate to specific activities that are conducted within separate core business areas. Responsibility for this kind of performance measure and control over the results reside largely within each respective business area.

However, within the provincial justice system, there are other broader measures of performance that do not fall exclusively under the auspices of a single core business area. These other measures are referred to as system indicators, and they differ in several ways from performance measures.

System indicators summarize results of entire justice system processes (as opposed to isolated aspects of a process) and represent the combined outcomes of responsibilities and accountabilities of two or more business areas, as well as of other partners in the process such as the judiciary and the police. Although each separate business area and each partner contributes to system indicators, no single business area or partner has sole responsibility for, or control over, such indicators, or the ability to achieve targets single handedly.

Shared responsibilities create shared challenges for performance measurement within a ministry that operates through discrete branches. For example, criminal case processing is a significant component of the justice system. Improved case processing efficiency is a desirable outcome that requires the combined activities and cooperation of Court Services, Prosecution Services, Justice Services, the independent judiciary, defence bar and the police. If cases are not processed efficiently and are therefore delayed, the associated costs can increase. Unacceptable delay in case processing can also be grounds for dismissing charges.

The three indicators shown below are used by the ministry to track and demonstrate case processing efficiency, but they are not under the exclusive control or direction of a single business area or justice partner, and therefore do not fit the criteria required for performance measures in this year's service plan. For that reason, they are included in this plan as supplementary performance information that reflects the cumulative results of actions by thousands of individuals dealing with tens of thousands of cases.

The associated efficiency estimates are projections as opposed to true targets. While overall increased efficiency is a desirable outcome and may be achieved as new resources are made available or as significant reforms to policies and procedures are implemented, these projections are stable. They are based on the expectation that the ministry and its partners will be able to maintain services at the 2003/04 efficiency level and still be consistent with government's commitment to a balanced budget.